Project 6

Name – K V R Rao
Section – TM Analytics
Identify 3 critical positions in your company based on
competitive edge and create No. of people required based
on load factor identifying the key business factor.
Take your team of reportees (direct / indirect) and
create a nine box projection for one position. Identify what
kind of actions do you suggest based on your mapping.
Introduction:

Over the years, segmentation has been a crucial tool used by business strategists to
study high-value customer trends and demographics, and client satisfaction. Today, it
has become imperative to use segmentation to study an organisation’s human capital in
order to identify the business-critical workforce.

When it comes to workforce segmentation, compensation has always been a market

maker of sorts—in other words, if an individual is being paid more, the role is more
critical. In many cases, this holds true and it’s good to place trust in the market
supply/demand equation, hoping the cream of the talent will rise to the top and
command a higher pay.

But higher pay does not always equate to a business critical job. Many organisations
apply the “jam on toast” theory, where everyone gets the same treatment—identical pay
and opportunities for the same role. However, as businesses are getting more complex,
the need for segmenting the workforce is becoming even more pronounced. All
employees are important and serve a purpose towards achieving organisational
objectives; but there are a few roles that help drive the strategy, and therefore, are
more critical to the success of the organisation.

How does workforce segmentation help?

Workforce segmentation allows HR to:

 recognise the business contribution these jobs make to the future of the
organisation;
 differentiate compensation levels to attract and retain the best talent in these
jobs; and
 proactively plan succession in these roles to minimise business disruption.

There are four scenarios that employers can expect to encounter for critical positions in a
rebounding economy:

• Higher turnover: Business leaders can expect rising turnover in critical positions that
are pivotal to growth.

• Longer search periods: Business leaders can expect longer search periods for critical
positions that are pivotal to growth.

• Lower workforce capabilities: Business leaders can expect a gradual reduction in

critical-position capabilities if managers respond to the prospects of longer search
periods by relaxing employment standards to fill open critical positions.

• Higher compensation: Business leaders can expect higher compensation costs if

managers respond to the prospects of longer search periods by increasing the offer’s
compensation package. This appears likely in sectors where the critical position requires
a higher degree of technical skills and the sector has above-average profit potential.

The net result is that unless business leaders address low supply levels of critical-
position workers, sub-optimal business growth is likely during the economic rebound.
Executives who want to resolve workforce supply issues should begin by identifying the
organization’s critical positions. This can be accomplished with little investment and in
three quick steps.

Step 1: Generate critical-position criteria

Step 2: Identify critical positions

Step 3: Determine key critical positions

Organisations are often tempted to equate senior management roles with business-
critical roles. Yet while some senior management jobs are business-critical jobs, not all
business-critical jobs are senior management jobs. To understand this better, let’s look
at the four broad workforce categories in an organisation:

Business-critical jobs are those that are critical to the next 5-10 years of the
organisation. In many technology companies, Design Engineers or Product Engineers
who are working on the “next big thing” are considered business-critical.

How do you spot business-critical jobs?

Having HR departments work in close collaboration with business leaders is often the
recipe to success of classifying the right talent as business-critical. Some questions that
HR should be asking business leaders include:

 Are these jobs working on projects/products that will drive the future growth of
the business?
 Are these jobs performing activities that others in the organisation cannot do or
are not equipped to do?
 If we lost someone in this job, will it result in business disruption or potentially
loss of revenue?
 Are these jobs doing something that has a direct impact on the reputation of the
firm?
  Are these jobs contributing to building organisation capability in a way without
which the future of our business will be in jeopardy?

Our Company: SRA Consultants

Type of Business: Project Management
VISION:
To be a one of top 10 Project Management powerhouse for urbanisation and
infrastructure developments in India

MISSION:
Delivering urbanisation, infrastructure and engineering solutions to support sustainable
social and economic growth for our clients

VALUES:
Integrity
We act responsibly and conduct our business with
the highest ethical standards, accountability and transparency.
People
We value our global and diverse talent by creating a safe,
inclusive and supportive environment where our people can thrive.
Professionalism
We act in the best interest of our clients and deliver
innovative solutions with high standards of excellence.
Partnership
We build trusted and enduring relationships with clients,
partners and colleagues to achieve win-win outcomes.

Five Factors That Lead to Successful Projects

 Smart People. Without the right team in place, any strategy and plan has the potential of
completely falling apart. ...
 Smart Planning. Comprehensive planning sets up a project for success from the start. ...
 Open Communication. ...
 Careful Risk Management. ...
 Strong Project Closure.

1(a) Critical Roles in Project Management

When you’re managing a project, to meet your project objectives, you need the right
people on board—and they must have a clear understanding of their roles. Here’s a
breakdown of who does what.

Sponsor

The sponsor champions the project at the highest level in the company and gets rid of
organizational obstructions. He/ She should have the clout to communicate effectively
with the CEO and key stakeholders, provide necessary resources, and approve or reject
outcomes. It’s also important that He/she have “skin in the game”—in other words,
accountability for the project’s performance.
Project Manager

The project manager identifies the central problem to solve and determines, with input
from the sponsor and stakeholders, how to tackle it: what the project’s objectives and
scope will be and which activities will deliver the desired results. He then plans and
schedules tasks, oversees day-to-day execution, and monitors progress until he
evaluates performance, brings the project to a close, and captures the lessons learned.
The project manager receives authority from the sponsor. In many respects, he’s like a
traditional manager because he must:

 Provide a framework for the project’s activities

 Identify needed resources
 Negotiate with higher authorities
 Recruit effective participants
 Set milestones
 Coordinate activities
 Keep the vision clear and the work on track
 Make sure everyone on the team contributes and benefits
 Mediate conflicts
 Make sure project goals are delivered on time and on budget

Team Leader

Large projects may include a team leader, who reports directly to the project manager.
In small projects, the project manager wears both hats. The team leader cannot act like
the boss and still obtain the benefits of team-based work. Instead, he must adopt the
following important roles:

 Initiator. Rather than tell people what to do, the leader draws attention to actions
that must be taken for team goals to be met.
 Model. He uses his own behaviour to shape others’ performance—by starting
meetings on time, for example, and following through on between meeting
assignments. Leaders often rely heavily on this tactic, since they typically cannot
use promotions, compensation, or threats of dismissal to influence team
members.
 Negotiator. He gets what he needs from resource providers by framing the
project as mutually beneficial.
 Listener. He gathers from the environment signal of impending trouble, employee
discontent, and opportunities for gain.
 Coach. He finds ways to help team members maximize their potential and achieve
agreed-upon goals. Coaching opportunities are abundant within teams because
the skills members eventually need are often ones they don’t already have.
 Working member. In addition to providing direction, the leader must do a share
of the work, particularly in areas where he has special competence. Ideally, he
should also take on one or two of the unpleasant or unexciting jobs that no one
else wants to do.

Team Members

The heart of any project, and the true engine of its work, is its membership. That’s why
bringing together the right people is extremely important.
Criteria for membership

Although the skills needed to accomplish the work should govern team selection, keep in
mind that you’re unlikely to get all the know-how you need without providing some
training. Consider the following areas of proficiency:

 Technical skills in a specific discipline, such as market research, finance, or

software programming
 Problem-solving skills enabling individuals to analyse difficult situations or
impasses and to craft solutions
 Interpersonal skills, particularly the ability to collaborate effectively with others—
a critical aspect of team-based work
 Organizational skills, including networking, communicating well with other parts
of the company, and navigating the political landscape, all of which help the team
get things done and avoid conflicts with operating units and their personnel

Just as each member must contribute to the team’s work, each should receive clear
benefits: a learning experience that will pay career dividends, for instance, or a fatter
pay check or bonus. Otherwise, individuals will not participate at a high level—at least
not for long. The benefits they derive from their regular jobs will absorb their attention
and make your project a secondary priority.

Alignment

The goals of the project team and those of its individual members must align with
organizational objectives. For that reason, everyone’s efforts should be coordinated
through the company’s rewards system. This kind of reinforcement begins at the top,
with the sponsor. Since she is accountable for the team’s success, some part of her
compensation should be linked to the team’s performance.

Moving down the line, the project manager and team members should likewise see their
compensation affected by team outcomes. Such alignment gets everyone moving in the
same direction.

The Project Steering Committee

Some projects have a steering committee, which consists of the sponsor and all key
stakeholders. The committee’s role is to approve the charter, secure resources, and
adjudicate all requests to change key project elements, such as deliverables, the
schedule, and the budget.

A steering committee is a good idea when different partnering companies, units, or

individuals have a strong stake in the project. Because it represents these various
interests, it is well positioned to sort out complicated intrafirm or interdepartmental
project problems.

Likewise, it can be helpful if you anticipate many change requests. The downside to
having a steering committee? It involves another level of oversight, and its meetings
take up the time of some of the company’s most expensive employees. So don’t have a
committee if you don’t need one.
1(b) Business factor and Resource Calculation based on Trend projector load factor

Projects should only be undertaken to further the strategic goals of and within an
organization. To be successful at achieving project goals, project managers need some
key insights into the business and any potential snares that may impede progress.

The following five strategic business factors should be understood by project managers
before embarking on a project.

1. Operational priorities

Organizational goals may prompt the need to kick-off multiple projects at the same time.
The trouble arises when several projects are deemed a ' top-priority' within a fairly
condensed time-frame. This can cause a conflict with team workloads, resources and
timelines. Even worse, it can result in team burnout, absenteeism, misunderstood
expectations, dissatisfied customers and sub-optimal results.

By understanding executives' operational priorities, a project's drivers, and its strategic

value, project managers can help stakeholders understand why some projects and tasks
rank higher in priority. It can also simplify explanations about timelines, resource
allocation, and any project and task dependencies that may exist.

It's important to note, this may be a tricky topic to broach if executives are not
receptive. You may understand why the GDPR compliance and multi-factor
authentication projects are more important than the new business intelligence system
your CFO wants, but just saying "security" isn't enough. Be careful with your approach
and make sure to share facts and statistics whenever possible to explain your thought
process.

2. Organizational weaknesses

Every organization has strengths—and weaknesses. Some weaknesses are overcome

with minor effort, while others require a more complex strategy. Project managers must
be able to recognize, understand and explain how weaknesses might compromise tasks,
milestones, deliverables, and project success rates.
By understanding operational weaknesses, a project manager can recommend potential
solutions. Only then can a project manager help a project team and stakeholders
properly navigate a project.

3. Leadership's views

Before jumping feet-first into a project, meet with the leaders to get their views on a
project and discuss any potential roadblocks.

How the executive team or sponsors view the organization, its structure, talent, funding,
and initiatives can set a project and team up for success, partial failure, or the brink of
collapse. To identify potential risks, project managers must understand these views and
the limitations the leadership team might impose on the team. For example, sometimes
leaders have conflicting priorities or views that differ from department-to-department,
which creates unnecessary obstacles throughout the project lifecycle. This is particularly
true of large IT projects that cut across multiple business units. Other times, leadership
views may seem far removed from an actual project, but can have a devastating impact
on deliverables, funding, resourcing, schedules and more, when they are not discovered
and addressed early.

4. Project work practices, norms, or barriers to success

Having a solid grasp of an organization's working culture and how (or whether) it
embraces projects is another important factor as it helps to know what barriers may
exist around people.

Some organizations may be projected, meaning there is a high-degree of acceptance of

project work. In this type of organization, the organization focuses on projects to achieve
its goals, and the culture is amenable. Other organizations may possess a more
traditional hierarchy and work methods. This type of organization may not be as flexible
or agile when it comes to projects, especially ones that may disrupt processes and daily
operations.

Project managers must know what resistance they are up against in order to identify and
communicate strategies with sponsors, teams, and other stakeholders to help reduce
any potential friction.

5. Capacity planning and resource allocations

Capacity planning and resource allocations are well-known but not always understood
issues. Knowing how organizations conduct capacity planning and allocate resources
helps a project manager understand the leadership and operational mindset when it
comes to optimizing resources. This mindset can translate directly to projects, which
may or may not be optimal. A project manager should analyse this aspect carefully
before initiating a project as it may need to be revisited and revised to ensure that the
needed resources are available at the right time for a project team to achieve its desired
goals. For example, there's no point requesting a large spend on hardware if the annual
capex budget has already been allocated or spent.
Having a good understanding of the above five strategic business factors can
significantly increase a project manager's effectiveness and result in higher levels of
trust and confidence from executives, sponsors, team members, and other stakeholders.

Calculation of Number of work force:

(a) Number of Flats in 2016-17 -- 1000 Flats

(b) Number of work force in 2017-18

Champion/Sponsor -1
Project Manager -2
Team Leaders -4
Other staff - 24
--------
Total - 31 No.

(c) Ratio - 31/1000

(d) Estimated Units to be delivered in 2018-19 – 3000

(e) Number of work force required: 3000x31/1000 =93

Details:

Champion/Sponsor -3

Project Manager -6
Team Leaders - 12
Other staff - 72
--------
Total - 93 No.

(2) Create a nine box projection for one of your reportees:

Nine-Box Talent Matrix
My Team:
VICE PRESIDENT

GM

AGM/ Project AGM/ Project

Manager ‐1 AGM/ Project
Manager‐2 AGM/ Project
Residential Manager‐3 manager‐4
I.T.Park
Site Dev. Works
Villas

AS AS TEAM(B) AS TEAM(D)
TEAM(A) AS TEAM(C)

Common for A,B,C & D Teams

Sr . Project Sr Project Engineer ‐

Manager ‐Logistics & Eng .Planning cum
Engineer ‐ 1 No. for Two Infrastructure & Site Dev. Site Admin/ Accounts Contracts ‐AGM/
Works Stores
Blocks ‐ (A & C) Manager ‐ 1 Nos

Sr. Site Engr‐2 Nos Services & Utility Eng ‐

for Two Blocks 2 Document Controler
Store Billing Engineer ‐
Assist. ‐ 2 Nos for PMC ‐ 2
Project
Super visor ‐ 4 Nos for Site Engineer for Infra
Two Blocks
Works ‐2 Nos
Peon‐2 Nos QA/QC ‐ Engineer ‐ PMC
‐2

Safety Engineer ‐ 1

TEAM

Project Manager is a very important position to make the project successful. Failure of
project manager on achieving targets will affect the company overall performance
thereby financial losses.

Hence it is required to map the performance of each of project manager with respect to
the potential

The following Pic-1 & 2 is general requirement of 9 Box Model

Performance mapping using 9 Box Model, analyse and action plan:

Description Box-1 Box-2 Box-3 Box-4 Box-5 Box-6 Box-7 Box-8 Box-9 Analysis

Star performer- High potential Project manager

Project Manager-1 ✔ Action: Stretch assignments and prepare for larger role
key candidate for promotion and leadership.
Goal = retain, reward, & promote.
Growth Employee/ Demonstrate high potential to advance further
Project Manager-2 ✔ Action: Coach to enhance performance. Use stretch assignments
seek development opportunities
Potential strong performer but under performer
Project Manager-3 ✔ Action: May be he is in wrong role. Evalute, identify and address
root cause performance issue. Invest in development
Solid Performer- Motivate, engage and reward
Project Manager-4 ✔ Action: Consider lateral move. Provide training to enchance
performance